WED Capacity Building Guide - Timothy Mahea

Womens Entrepreneurship Development
Capacity Building Guide
Copyright International Labour Organization 2004 First published 2006
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Womens Entrepreneurship Development: Capacity Building Guide

Geneva, International Labour Office, 2006 ISBN 92-2-116767-4 (print) ISBN 92-2-116768-2 (web pdf) ISBN 92-2-116769-0 (CD-Rom)
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Foreword
In recent years, increasing attention has been given to the promotion and growth of women-owned enterprises by both national and international organizations. In Canada, United States and United Kingdom, governments and the private sector have been actively promoting a greater role for women entrepreneurs in business and economic growth. Equally in developing countries such as Senegal and Tanzania, increasing attention is being given to women entrepreneurs. International organizations, such as the United Nations Development Programme (UNDP), UNIFEM, International Trade Centre (ITC, Geneva), UN Economic Commission for Africa (UN-ECA) and Organization for Economic Cooperation and Development (OECD); financial institutions such as the African Development Bank (AfDB) and International Finance Corporation (IFC); and donors such as Development Cooperation Ireland (DCI) are also paying significant attention to womens entrepreneurship development. The International Labour Organization (ILO) and the ILOs International Training Centre (ITC-ILO) in Turin, Italy, have been involved in promoting and assisting businesswomen for many years. A team dedicated to working on issues related to Womens Entrepreneurship Development and Gender Equality (WEDGE) was created within the ILOs Small Enterprise Development programme (SEED) in 2001. It has been working closely with ITC-ILO on a number of training initiatives. The creation of the guide has been driven by a number of factors. It meets a need in documentation in support of WED there are several training manuals for women in income generation and small enterprises, but there is little that targets the support agencies. It elevates the ILOs support from a set of rather personalised training inputs to a more systematic, comprehensive guide that can be adapted to a wide range of contexts.
The guide goes beyond the narrow approach that sees training as the major contribution to WED, and introduces a wide range of support mechanisms, including research, networking and association building, market access, and a broad spectrum of business development services (BDS). Finally it integrates gender issues into the technical approaches to business development. The Guide takes account of special situations or target groups where WED can be effective, such as women living with HIV/AIDS, women affected by trafficking, women entrepreneurs with disabilities, and refugee women. The WED Capacity Building Guide is aimed at a range of support agencies, including government ministries and SME development units; financing institutions, including microfinance institutions; commercial BDS providers; associations of employers and other private sector bodies; small business agencies; associations of SMEs and women entrepreneurs; womens organizations; NGOs; donor agencies and donor-assisted projects, and other key national and international actors. It is the ILOs intention that this Guide can be used to improve the efficiency and effectiveness of various forms of support provided by a range of agencies which are aimed at women entrepreneurs.
Acknowledgements
This Guide is the end product of a long and highly participatory process. First and foremost, various sets of training materials were developed and tested at WEDGE-Turin Centre training events in Turin, Italy; Pretoria, South Africa; Addis Ababa, Ethiopia; Zanzibar, Tanzania; Baku, Azerbaijan, and Livingstone, Zambia, and we are greatly indebted to each and every one of the participants who provided the design team with extensive feedback. The draft materials developed by ILO colleagues were adapted in an innovative manner into a PowerPoint-driven format by Jim and Lydia Brown, ILO consultants based in the United Kingdom. Although the content of the modules has changed considerably in the past two years, the ILOs design team has adhered to the format prepared for us by Jim and Lydia. A large number of ILO colleagues (present and past) have contributed to the Guide. From within the ILOs team working on Womens Entrepreneurship Development and Gender Equality (WEDGE). Special thanks are due to Gerry Finnegan, (then) Senior Specialist in Womens Entrepreneurship Development, who has led this process from start to finish; Grania Mackie, Regional Technical Adviser, WEDGE, Addis Ababa; Ned Lawton, Associate Expert, WEDGE, Geneva; and Ryoko Iizuka, Consultant. Barbara Murray, Bob Ransom and Heather Labanya from the ILOs department of Skills and Employability were also instrumental in the process as were the ILOs Turin Centre, specifically Kholoud Al-Khaldi; Peter Tomlinson and Lenni George. The guide has benefited extensively from inputs by ILO colleagues in field offices, such as SRO Addis Ababa, SRO Bangkok, SRO Moscow, and WEDGE Project staff in Ethiopia, Thailand, Lao PDR, Cambodia, Indonesia and Zambia. The WED training programmes and development of the Guide would not have possible without the support of the ILO-Development Cooperation Ireland (DCI) Partnership Programme and its funding for WEDGE activities. In addition, the ILOs Turin Centre has benefited from the support of the Government of Italy. Special thanks also go to the participants at the final testing of the WED Capacity Building Guide, held in Bangkok, Thailand, in January 2006.
Programme Overview
Womens Entrepreneurship Development Capacity Building Guide
Programme Materials
Modules
1. Gender and Enterprise
Sessions
1.1 Gender Definitions 1.2 The Enterprise Development Framework and WED
2. Markets
2.1 Introduction to Markets 2.2 Gender Issues and Market Access
3. Business Development Services for WED
3.1 Introduction to Business Development Services 3.2 A Demand Led Approach to BDS 3.3 Gender Issues and BDS 3.4 Gender Issues and Training 4.1 Researching Women Entrepreneurs
4. The Enabling Environment for WED
4.2 Assessing the Environment for WEs

4.3 Panel Discussion: Good Practices in WED 4.4 The Role of Advocacy in WED
Programme Materials
Modules
5. Building Associations & Strategic Alliances
Sessions
5.1 WED and Women Entrepreneur Associations (WEAs) 5.2 Creating Partnerships & Strategic Alliances 5.3 Field Visit
6. Finance 7. Assessing Impact
6.1 Gender Issues and Finance
7.1 Assessing Impact: Gender Implications
8.1 Organization Profiles
8. Action Planning
8.2 SWOT Analysis 8.3 Preparing Action Plans 8.4 Presentation of Action Plans 1. HIV/AIDS & Women Entrepreneurs
Supplementary Sessions
2. Women Refugees & Entrepreneurship 3. Womens Entrepreneurship & Trafficking 4. Entrepreneurship Development for Women with Disabilities
Five Day Course Sample

Session 1
9.15 - 10.45
A.Registration and Introductions
Session 2
11.00 - 12.30
1.1 Gender Definitions Supplementary
Session 3
13.45 - 15.15
1.2 Enterprise Development Framework and WED
Session 4
17.00- C. Daily 17.15 review
9.00-9.15
15.30 - 17.00
2.1 Introduction to Markets
Day 1
c. Daily recap c. Daily recap c. Daily recap c. Daily recap
C. Daily review
Sessions:
2.2 Gender Issues and Market Access 1. HIV/AIDS 2. Refugees 3. Trafficking 4. Disabilities
Day 2
3.1 Introduction to Business Development Services
3.2 A Demand Led Approach to BDS
C. Daily review
3.4 Gender 3.3 Gender Issues and BDS Issues and Training
Day 3
4.1 Researching Women Entrepreneurs
Day 4
4.3 Panel Discussion: Good practices in WED
4.4 The Role of Advocacy in WED
5.1 WED and Women Entrepreneur Associations (WEAs)
C. Daily review
5.2 Creating Partnerships & Strategic Alliances
Day 5
Workshop Evaluation Closing Event
C. Daily review
Optional Extra Activities

Session 1
9.15 - 10.45
Session 2
11.00 - 12.30
Session 3
13.45 - 15.15
Session 4
15.30 - 17.00
09.00-09.15
17.00-17.15 C. Daily review
c. Daily recap c. Daily recap
Day 6
5.3 Field Visit
5.3 Continued
5.3 Continued
5.3 Continued
C. Daily review
Day 7
8.1 Organisational Profiles
8.2 SWOT Analysis
8.3 Preparing Action Plans
8.4 Presentaion of Action Plans
10
Module 1 Gender & Enterprise
Module 1: Gender and Enterprise

Sessions By the end of the module participants will have:
Examined the difference between gender and sex, as well as the meaning of concepts central to gender equality 1.1 Gender definitions Examined the situation with regard to gender equality in enterprise development in their countries
Defined terms associated with enterprise development 1.2 Enterprise development framework and WED Created a framework for describing and analysing the development of enterprises Developed an outline description of the range and type of womens enterprises with which the participants work
12
Session Gender Definitions

Session Outputs
1.1
By the end of this session participants will have:
Examined the difference between gender and sex, as well as the meaning of concepts central to gender equality Examined the situation with regard to gender equality in enterprise development in their countries
13
Gender and Sex

Sex is the biological attributes that defines being female or male. Gender refers to the socially given roles, activities, responsibilities, needs and characteristics connected to being male (masculine) or female (feminine) in a society at a given time. Gender roles, norms and stereotypes determine how women and men, girls and boys are perceived and how they are expected to act.
14
Gender Terms
There are many terms containing the word gender
Gender Gender equality Gender equity Gender sensitive/aware Gender mainstreaming Gender neutral Gender blind Gender failures Gender specific Gendered sector Gender analysis Gender planning Gender budgeting Gender gap
15
Gender or Sex?
Women can get pregnant
Is this a gender issue or a sex issue? Why?
1
Gender Sex
Self-employed women are often traders

Gender
Sex
Most women cannot grow beards

Gender
Sex
16
Gender or Sex?
Women entrepreneurs have limited opportunities to interact with competitors, officials and men
2
Gender Sex
In general women earn less than men

Gender
Sex
Women usually have bigger hips than men

Gender
Sex
17
Gender or Sex?
In some countries small business associations have relatively few women members
3
Gender Sex
Men usually have short hair; women usually have long hair
Gender
Sex
Women are more likely to take career breaks for family reasons than men
Gender
Sex
18
Gender Equality in Enterprise Development

1. Are there any differences between the situation of women and men entrepreneurs in your country? (For example, in terms of activities, workload, resources)
2. What benefits could more equality between men and women entrepreneurs bring?
3. What types of measures could be used to bring about more equality?
19
Strategies for Promoting Gender Equality

PROMOTING GENDER EQUALITY
Integrating gender concerns into all aspects of policies, programmes, projects, institutional mechanisms and budgets
Using gender-specific action to redress inequalities
20
Session 1.2 Enterprise Development Framework and WED

Session Outputs
By the end of the session participants will have:
Defined terms associated with enterprise development Created a framework for describing and analysing the development of enterprises Been introduced to the MAIR-SL framework Identified gender specific issues affecting women entrepreneurs in the participants home countries
21
Defining Enterprise Size

Terms include:
MSE = micro and small-scale enterprises SME = small and medium-sized enterprises
MSME = micro, small and medium-sized enterprises
Ways of measuring enterprise size include:

Number of people employed Gross value of sales turnover Value of assets
Micro Number of people employed
Small
Medium
Gross sales turnover

Value of assets
22
Enterprise Development Phases

Three phases of enterprise development Micro often not registered, e.g. petty trading Small usually registered, with a few employees Medium beyond self-employment
Or
Step by step development Size
High-growth new-starts
Medium Small
Micro
Time
23
Women Entrepreneurs: Profiles & Issues

Four personal factors that influence the success of all entrepreneurs:
Source: Durham University Business School
1. Motivation and Commitment
2. Abilities and Skills
Ingredients for Success

3. Ideas and Markets
4. Resources
24
External Factors
Four external factors that influence the success of women entrepreneurs
A. Business Development Organizations
Government, NGOs, private sector, membership organizations, donors etc.
Attitudes, aspirations, confidence. permissions etc.
Regulations, policies, institutions and processes
B. Broader Enabling Environment
D. Socio-cultural Context
Women Entrepreneurs
C. Economic/Market Environment
Opportunities and threats (e.g. inflation and interest rates, economic trends, etc.)
25
Factors Influencing WED

A. Business development organizations
B. Broader enabling environment
D. Socio-cultural context
Motivation and determination
Abilities and skills
Women entrepreneurs
Ideas and markets
Resources
C. Economic/market environment
26
Motivators and Constraints

Expand/improve future position
Some women entrepreneurs have turned adversity to advantage; they used gender inequality as a source of inspiration as motivators (or drivers) for change
Motivators Woman Entrepreneur Constraints
Gender issues often have a negative impact on Wes; they act as constraints on their behaviour and opportunities; they can limit their potential achievements
Reinforce/limit current position
27
Womens Entrepreneurship Development - Gender Issues

Motivators
Personal factors 1. Motivation & determination 2. Abilities/skills 3. Ideas & markets 4. Resources External factors A. Access to business development organizations B. Broader enabling environment C. Economic/ market environment D. Socio-cultural context
Constraints
28
Module 2 Markets
Module 2. Markets
Sessions By the end of this module participants will have:
2.1 Introduction to Markets
Considered the core components of a market Examined the interactions between the forces of supply and demand
2.2 Gender Issues and Market Access
Discussed the gender constraints limiting womens access to markets Devised strategies to improve market access for WEs
30
Introduction to Markets 2.1

Session Outputs: By the end of this session participants will have:
Considered the core components of a market Examined the interactions between the forces of supply and demand
31
Session 2.1 Introduction to Markets
What is a Market? A market is where people buy and sell products
A market can be a physical place.

The word market is also used to describe any exchange mechanism that brings buyers and sellers together (e.g. the Internet) The market is also a process that influences the price of a product the price can result from a combination of supply and demand
32
Introduction to Markets: Exercises Ask participants to form groups of four to discuss the following: A woman or man is likely to die after six days without water. In contrast diamonds are not necessary for survival at all. Explain why water is cheap in many countries, yet diamonds can cost thousands of dollars Think of products from your country which often change in price. Explain why this happens
33
Examples of Market Sectors

Services Business services Products Food
Meat and fish
Vegetables
Creative & media services

Hospitality & leisure
Clothing
Womens clothes Mens clothes Sports clothes
Information technology (IT) & telecoms

Hair and beauty services Legal and accounting services Travel & tourism
Compact discs Shampoo Computers Perfume/cosmetics Footwear Vehicles
34
Product Orientation versus Market Orientation for WEs

Product orientation WE has a supply-side focus: I can make it WE makes what she (as producer/supplier) knows best Products developed based on the skills and resources available to the WE WE relies on her technical skills Market orientation
WE has demand-side focus: What do people want?

Products based on what the customer wants and needs Products/services developed in response to what the customer uses it for WE relies on good quality market intelligence
35
Session 2.2 Gender Issues & Market Access

Session Outputs
By the end of this session participants will have: Considered the product-market divide Discussed the gender constraints limiting women entrepreneur's access to markets and considered solutions Been introduced to the ILOs Improve Your Exhibition Skills (IYES) tool
36
The Product-Market Divide

The Product-market divide separates buyers from sellers. It can can be caused by:
Geography physical distance between the entrepreneur and the
customer can result in a poor understanding of customer requirements
Time length of time taken to reach markets and complete

transactions can result in significant cash flow problems
Knowledge lack of awareness of the emergence of new markets,

innovation, fashions and trends
Cultural differences understanding different values, attitudes

and beliefs that customers may have about products and services
Language dealing with customers who speak different languages

affects the entrepreneurs understanding of customer requirements
Technology changes in technology affecting product design,

service delivery and/or selling methods
Intermediaries and supply chains difficulties in

understanding what the end user needs and wants when selling through intermediaries (e.g. distributors) in long supply chains
Skills women entrepreneurs may not have access to skills training

to enable them to produce marketable and quality products
Tariffs Many countries impose tariffs and barriers on incoming

goods in order to protect their own indigenous industries
Other barriers Often bureaucratic procedures and long delays at

borders can impede what would otherwise be a profitable trading arrangement
Which of these causes are gender-specific or have a gender dimension?

37
Strategies for Developing Markets

New Products III. Product IV. Diversification development
Same I. Improve Products sales Same Customers
II. Sales/Market development New Customers
I. Increase sales to existing customers: Find out customer preferences regarding price, promotion and packaging, and sell more to existing customers. II. Market development: Reach new customers with your existing products through better market intelligence. III. Product development: Find out customer requirements and develop new products accordingly. IV. Diversification: Search for completely new market opportunities.
38
Womens Access to Markets

Checklist for Womens Access to Markets Are there technical training programmes to enable women to enter male-dominated or gender neutral market sectors? What strategies enable WEs to travel away from home on sales and marketing trips? What is being done to improve womens access to business premises and sales outlets? Is training available to improve womens negotiating skills? What is being done to encourage and support group marketing initiatives and networks for WEs? Are there any initiatives to help WEs diversify out of feminised market sectors that are adversely affected by trade liberalisation? Do women entrepreneurs get the opportunity to participate in exhibitions and trade fairs?
39
IYES Objectives
Objectives: To increase market access and business growth for women entrepreneurs To improve manufacturing and export business opportunities for WEs by developing their knowledge & skills to make the most of trade fairs To promote collaboration among women entrepreneurs To enhance the capacity of BDS providers in planning and organizing trade fairs for WEs
40
IYES Approach
IYES steps involve: Pre-trade fair training & role plays (1 month before) Hand holding and record-keeping during the trade fair Immediate debriefing & evaluation Follow-up evaluation (after 2 months)
The key is to be systematic - to assist WEs before, during, and after a trade fair
41
Importance of Follow-up in IYES

For effective learning from IYES, WEs are advised to: Prepare an action plan Follow-up on all enquiries Evaluate their performance at the trade fair:
The number of visitors, especially customers & sales leads The number of orders placed, and their value ($$$) The value of sales made at the fair Successful marketing communications made New ideas for products and business plans
Draw lessons from participation

- What went well? What went badly? Why?
42
Module 3 Business Development Services for WED

Module 3. WED Business Development Services

Sessions By the end of the module participants will have:
Defined the term business development services (BDS) 3.1 Introduction to Business Development Services Established a framework to describe the activities of organizations providing BDS to women Used the framework to describe and analyse the current provision of these services Considered the reasons for promoting a market approach to providing BDS services to women entrepreneurs Identified market opportunities for developing sustainable BDS for women entrepreneurs
3.2 A Demand Led Approach to BDS
3.3 Gender Issues and BDS
Reviewed the link between gender and BDS provision Identified one tool for improving the provision of BDS to female and male entrepreneurs
3.4 Gender issues and training
Identified the gender issues associated with training and development for WEs Discussed how to address gender inequalities through the design of appropriate training programmes
44
Session 3.1 Introduction to Business Development Services (BDS)

Session Outputs:
By the end of the session participants will have:
Defined the term business development services

Established a framework to describe the activities of organizations providing BDS to women Used the framework to describe and analyse the current provision of these services
45
Defining Business Development Services

Definition: The term business development services refers to a range of services used by entrepreneurs to help them operate efficiently and grow their businesses, with the broader developmental purpose of contributing to economic growth, employment generation, and poverty reduction
(ILO BDS Primer, 2003)
46
Different Types of BDS

Marketing
Market intelligence Product design Packaging Distribution Promotional materials Advertising Trade fairs & exhibitions Showrooms Marketing trips & exporting Negotiations with buyers Contracts & sub-contracts Supply chains Incubator units Workspace Storage & warehousing Transport & delivery Telecommunications Money transfer IT services & support Premises Exchange visits Mentoring Role models Training Consultancy Counselling Networks
Advice on Laws & Regulations

Business registration Licences Health & safety Employment law Legal structures Taxation Procurement & tendering Exporting procedures Patents & copyright Insurance Quality assurance standards Commercialisation Technical training Productivity improvement Design services Equipment
Technical support
Infrastructure
Accessing Finance & Accounting Services

Innovative financing mechanisms Facilitating supplier credit Providing information on grants, loans, equity & credit guarantees Bookkeeping Accountancy & audits
Skills & motivation training
47
Categorising BDS Provider Organizations

By organization type: Public sector government department or agency Private sector for-profit business Non Governmental Organization (NGO) Usually a not-for-profit, membership body or association By relationship with entrepreneurs: Beneficiaries entrepreneurs receive free services Members entrepreneurs pay annual subscription for services Customers entrepreneurs pay for services By geographic reach:
Local town, city, district

Regional province National the whole country
48
BDS Provider Organizations

Which of the following organizations:
Fund or sponsor your activities? Are your partner organizations? Are your competitors? Do you have no relationship with? Do not exist in your geographic area? Do you pay in return for their services? Accountants Advertising agencies Banks Business associations Chambers of commerce Consultancy firms Cooperatives Donor agencies Employer organizations Government departments IT service providers Lawyers/ solicitors Microfinance institutions Trade organizations Trade Unions
Training providers
Secretarial service providers Universities, colleges Welfare organizations
49
Current BDS Provision

Who does what? Draw a map or diagram showing the key organizations (including your own) that provide support specifically to women entrepreneurs in your country Describe:
Target group
Their geographic reach Any networks and connections between these organizations
List the main activities of these organizations Include other key organizations that provide BDS, but which do not work specifically with women entrepreneurs
50
Discussion
What are the gaps and overlaps in the provision of business development services to women entrepreneurs?
51
Session 3.2 A Demand-led approach to BDS

Session Outputs
By the end of this session participants will have: Considered why a market approach to providing BDS to women entrepreneurs should be promoted Identified market opportunities for sustainable BDS for women entrepreneurs
52
Supply-led vs. Demand-led Approach in WED Projects

Supply-driven welfare approach
A non-profit, government or donor organization provides services to WEs
Market-led commercial approach

A sustainable, private sector market made up of competing suppliers sells a wide range of quality services to WEs Encourage others to provide quality services to WEs on a commercial basis Assess BDS market (demand, supply and transactions) Second tier: facilitate, regulate, develop BDS products for WEs with more than one supplier
BDS Vision
BDS Objective
Provide quality services that WEs can afford
Starting point
Identify needs; carry out surveys
Point of intervention
First tier: direct provision through a single, local organization Long-term: donor-funded programmes must continue if services are to be provided Support free or low-cost services to women. Justified in the long-run: WEs cant be expected to pay full costs
Duration of involvement
Temporary: withdraw as markets develop Limited subsidies for BDS providers, or grants to WEs for temporary period. Justified if it creates a market
Subsidies
53
Towards a Market Approach?

There is a trend towards developing commercial markets for BDS where the service users pay Governments and donor agencies have been shifting from being BDS providers, to becoming BDS purchasers, and facilitators of change in BDS markets
Market-led commercial approach
WEs buy services direct from BDS providers
Governments & donor agencies facilitate NGOs & private sector to develop markets in BDS
Governments & donor agencies subsidise services from BDS providers. Governments & donor agencies are direct providers of (free) services to women entrepreneurs
Supply-led welfare approach
54
Providing Sustainable BDS

What roles for government, donors, NGOs, private sector?
Who can best deliver BDS?
How to reach WEs?
What services do WEs really need?
What are WEs willing & able to pay for?
How to promote the delivery of financially viable services?
Sustainability
When are subsidies appropriate & for what activities?

55
Who Pays for What?

Governments and donor agencies can act as facilitators in developing more market-led and effective BDS in the following ways:
Supporting fee-for-service providers, by subsidising some of the overhead costs of the BDS service providers
Encouraging fee-for-service providers to focus on fast-return services Supporting the provision of embedded services where the BDS is delivered as part of a larger commercial package to the entrepreneur Encouraging cross-subsidies where wellknown high-earning services can subsidise new services for new markets (e.g. for WEs) Encouraging third party payments, by a customer who will benefit from women entrepreneurs who receive BDS
Promoting piggy-backing on microfinance by linking MFI provision to a range of BDS

56
Good Practice Principles in the Delivery of BDS

Respond to client demand, not to demand by donors
Demand driven
WEs demand for BDS is affected by genderspecific constraints to business growth Address womens immediate BDS needs
Relevant Participatory
Get to know the WE clientele and their needs
Cost-recovery
Fees should be charged Subsidy or sponsorship for poor clients Embedded services
57
BDS Market Assessment Process

A. Gather information on:
Characteristics of WEs Awareness and use of BDS BDS providers and their products/services
B. Form a picture of the market

The uses and benefits of BDS services Competition between BDS service providers Types of services bought by WEs Channels for accessing WEs
C. Analyse market problems

Low awareness? Low repeat use of services?
Demand-side weaknesses
Supply-side weaknesses
1. Identify market opportunities 2. Prioritise opportunities 3. Design BDS interventions to meet priorities
58
BDS Market Interventions

Design a new market intervention (service) for a BDS. This should be in response to one or more of the following weaknesses regarding BDS for WEs
Supply-side weaknesses BDS providers lack market information on WEs BDS providers are risk averse in targeting WEs BDS lack the features that WEs consider important BDS provision is gender blind
Demand-side weaknesses WEs lack market information about BDS WEs have difficulties recognising their business development needs WEs do not have the capacity to pay for BDS Women are risk averse to trying out new BDS
59
Session Gender Issues and BDS

Session Outputs
3.3
By the end of this session participants will have: Reviewed the link between gender and BDS provision Identified one tool or approach for improving the provision of BDS to female and male entrepreneurs
60
Women Entrepreneurs and BDS

Research in Ethiopia, Tanzania and Zambia found that only 30% of women entrepreneurs use BDS (Richardson et al., 2004) Research in India found that less than 20% of BDS clients were women (Finnegan, 2003) Reasons for this low use included:
Womens inability to attend conventional training due to their multiple roles. Also womens business requires their continuous attention WEs were unaware of existing services and did not know the potential benefits of such services The perceived and actual costs of BDS They rely on friends and family for BDS advice Poor marketing of BDS to WEs by providers
Services are supply driven. They do not focus on the needs of WEs, e.g. in content and delivery
BDS service providers are often gender blind
61
Making BDS more Gender Sensitive

Most organizations intend to have both women and men as their clients. However, in reality a large proportion of the clientele of organizations such as BDS providers and banks are men. Furthermore, the majority of members in Employers Organizations are men Women and men and women entrepreneurs and men entrepreneurs are different. They have different needs and wants, and different expectations If these differences are not taken into account by an organization, it is likely to operate in a gender blind manner The FAMOS check puts an important and equal emphasis on Female And Male Operated Small enterprises
62
FAMOS 1
FAMOS stands for Female And Male Operated Small enterprises The FAMOS Check is a gender audit. It is a tool for carrying out a self-check of your own organization to ascertain if it is serving both women and me The FAMOS Check is carried out by an internal team with support from external facilitators. The goal of the self-check is to find opportunities for improvement in ones own organization
The FAMOS Check explores these questions:

Do you want to work for women and men? Do you actually work for women and men?
How can you improve the way you work for women and men?
63
FAMOS 2
Who can use FAMOS Check? The FAMOS Check is for organizations which work for Female And Male Operated Small enterprises. The ultimate aim is to improve these organizations activities and services for women and men entrepreneurs Why use a self-check approach? Knowledge about opportunities for improving an organization can most easily be found within the organization itself. The FAMOS self-check helps an organization bring together the ideas of both its employees and managers for improvement and innovation
64
FAMOS 3
What does the FAMOS Check look at?
1. Clientele Do you actually have female and male clients/beneficiaries? 2. Activities and Services Are they the right ones for both women and men?
3. Approach and Outreach

Does your approach really target women and men alike? 4. Organizations Procedures Is your organization and its procedures servicing women and men well? 5. Resources Do you have sufficient resources to work with both women and men? 6. Strategies Do your strategies, plans and objectives specifically mention your work for both women and men?
65
Session 3.4 Gender Issues & Training

Session Outputs
Identified the gender issues associated with training and development for women entrepreneurs
Understood how to incorporate gender issues into the design of training programmes
66
The Training Cycle

Evaluate Analyse
Deliver Develop
Design
1. Analyse Research and understand the training needs of the target group(s) of women entrepreneurs
2. Design Develop the training objectives and design: the components include time, resources, facilities and methods 3. Develop Produce a training programme detailing the training methods and materials to be used, and a timetable for delivery
4. Deliver Conduct the training programme, monitoring its progress and the feedback from WEs
5. Evaluate Review the training programme with the participants. Did it achieve its objectives? Did it address the WEs needs?
67
Analysis of Training Needs

Market research techniques should be combined with gender analysis to identify the training needs of WEs Identify the differences between women and men in what they need & want from training; concentrate on differences in attitudes; motivation & confidence; skills & knowledge Highlight gender differences in the market sectors where women and men entrepreneurs operate, including where the business is located, e.g. home-based or business premises Are there gender differences in attitudes towards training; are women aware of the benefits? Are there differences in their willingness or ability to pay, or to attend training delivered away from home?
68
Design and Development

Use the findings from the training needs analysis to focus on the gender differences How will this help in the design and development of the training programme? What are the training objectives for women & for men? Are they similar or different? Are the objectives so different that a women-only programme is required?
Do these differences change other aspects of the design, length, cost and/or the location of training?
Do these differences change who delivers it, the content, materials and/or methods?
69
Delivery
Programmes for both women and men Make sure to have both women & men participating in the programme Use gender-balanced language, exercises, examples & case studies Explain the training delivery Hexagon for successful training delivery as it is shown in slide 3.28 of this guide Women only programmes Explain why you need to design a programme for women participants only Be sure that the training materials are relevant to womens experiences of the subject
70
Evaluation
Programmes for both women and men:
Make sure that all evaluation methods identify the sex of respondents; use the data to compare differences between women & men entrepreneurs
Women only programmes: Evaluate the effectiveness of the women-only training strategy by involving the WEs
71
Training Delivery Hexagon
Learning objective
Technical expertise
Learning facilitation techniques
Target Group For Training
Training materials
Feedback to assess learning
Examples & Case Studies
72
Womens Access to Training

A checklist can be used by the trainer to ensure womens needs are being considered: Have the training & business development needs of WEs been identified at each phase of start-up; formalisation; growth & development? Are training programmes offered at times & in locations that are accessible & convenient for WEs? Are there valuable examples of training programmes targeted specifically at WEs? Are special efforts made to recruit women for all training programmes? Do all training programmes meet their needs? Do the training methods and materials reflect the experiences and needs of women entrepreneurs? Are there enough women trainers, advisers and mentors to work within the WEs market?
73
Design a Training Programme

Small group exercise
Design a poster for a three-hour training seminar to promote business registration amongst people operating informal businesses:
One group will design a poster for a mixed audience of both men and women The other group will design a poster for women only
74
Gender and Enterprise Together (GET) Ahead 1

The WEDGE team has developed a training tool for low income women entrepreneurs and the familes
GET Ahead:
Creates a business mind by building on life experiences Uses the life cycle approach Develops business skills from a gender equality perspective Promotes economic and social empowerment
75
GET Ahead Methodology
Get Ahead uses the Experiential Learning Cycle (Heart and Mind), a participatory training methodology. It runs through:
Doing
Sharing feelings Analysis: What did we learn? Conclusions
The GET Ahead training programme is fun, smart and systematic!
76
Module 4 The Enabling Environment for WED

Module 4. The Enabling Environment for WED

Considered approaches to researching the status & profile, needs & problems, & issues facing women entrepreneurs Identified key issues and core approaches for researching WEs
4.1 Researching Women Entrepreneurs
Reflected on the different issues facing growthoriented WEs

Discussed the systematic approach developed by ILO & AfDB to examine issues limiting the growth potential of WEs
4.3 Panel Discussion
Identified good practices amongst national and local initiatives promoting womens entrepreneurship development Discussed ideas for improving support services for WEs
4.4 The Role of Advocacy in WED
Considered the importance of advocacy in promoting womens entrepreneurship Discussed how advocacy can be used to strengthen networks and alliances
78
What is the Enabling Environment?

The enabling environment includes:
The policy, legal, and regulatory framework
The effectiveness of government institutions

The social and cultural context of business Macroeconomic policies Access of firms to financial and business development services The availability of physical and social infrastructure services
(SOURCE: DFID, 2000)
For WEs to influence the enabling environment they must:

Have knowledge of how it impacts on their businesses (research)
Have a voice in shaping it (advocacy)
79
Session Researching Women Entrepreneurs

Outputs
4.1
By the end of this session participants will have: Considered approaches to BDS providers applying market research to understand the needs of WEs better, and identified how WEs can use market reseach techniques for their own businesses Considered approaches to researching the status & profile, needs & problems, & issues facing women entrepreneurs Identified key issues and core approaches for researching WEs
80
A. Why do Market Research on the needs of WEs?

Doing market research can help you to: Decide if providing a particular product/service is a good idea and economically viable Identify potential clients and their needs & wants
Identify and assess the competition

Identify market opportunities
81
Carrying out a (Market) Research Project Allow enough time & resources
Decide on the information you need; identify potential sources of data Consult existing studies & carry out preliminary interviews Decide who will do the market research
82
Types and Sources of Data

(i) Types of Data and Information: Quantitative Data (123, $$$; kg, cms,)
Qualitative Data (poor, better, best)

(ii) Sources of Data: Secondary Data (What already exists)
Primary Data (field work, seeking new information)
83
Market Research Tools

Research can be carried out using a combination of different tools. Examples include: Analysing existing statistics Interpreting secondary sources Focus group discussions Observation
Questionnaires, including personal interviews. These can be:

Structured Semi-structured
84
Some Key Questions in Research for WED

You must ask the following questions: Who will demand/buy the (BDS) service or product? What sort of service or product do WEs need or want? Where are the clients/customers based; where do they buy?
When are they likely to buy?

Why would they buy the service or product?
85
Framework for Research on Women Entrepreneurs 1

Ingredients for Success:
MAIR
1. Motivation and Commitment
Individual WE
2. Abilities and Skills
3. Ideas and Markets
4.Resources
86

Sustainable Livelihoods (SL) Framework
The five forms of Capital
(i) Human Capital (v) Social Capital (ii) Natural Capital

Individual WE
(iv) Physical Capital
(iii) Financial Capital
87
The Asset Framework

Motivation & commitment
Social Capital Physical Capital Human Capital
Abilities & skills

Natural Capital Financial Capital
Individual WE
Ideas & markets
Resources
88
Factors influencing WED: An Integrated Framework

EXTERNAL ELEMENTS IMPACTING ON SUCCESSFUL MICRO AND SMALL ENTEPRISE DEVELOPMENT
A. Business Development Organizations

(Aspirations, confidence and permissions, etc)
(Government, Membership Organizations, Private Sector, NGOs, etc)
B. Broader enabling environment
(Policies, institutions and processes)
D. Socio/cultural context
Motivation and commitment

Human Capital Social Capital Physical Capital Natural Capital Financial Capital
Abilities & skills
Women
Ideas & markets
Resources
C. The Economic/Market Environment Environment For The Enterprise

(Opportunities and threats)
89
Session 4.2 Assessing the environment for WEs:

Outputs
Reflected upon the support environment for women entrpreneurs

Discussed the systematic approach developed by ILO & African Development Bank (AfDB) to examine issues limiting the growth potential of WEs
90
Different issues relating to:

Start-up
Informal Limited resources Cash constraints Lack of premises Simple management structure Access to finance for working capital, knowhow, and ICT Specialised management structure, & units for marketing, finance, production Delegation, networking Strategic planning Marketing growth
Growth
Formal More resources needed
WE makes all decisions

WE performs all business functions (marketing, production, finance, etc.) Sells in local market Small market share Word of mouth as main form of promotion
91
ILO/AfDB Integrated Framework for GOWE 1

STRATEGIC OBJECTIVES FOR PROMOTING WED & GOWEs
I. Remove barriers to startup and growth II. Improve access to markets
III. Improve access to resources

IV. Strengthen social inclusion V. Foster a supportive culture and climate
92

Components of the Integrated Approach:
Policy leadership & coordination
Regulatory & legal issues Promotion of womens entrepreneurship Access to enterprise education & training Access to credit & financial resources Access to BDS and information Access to WE associations & networks Access to premises Access to markets Research on WEs & women-owned MSEs and how they differ with those owned by men
93

Policies for WED Programme support for WED
DESIRED OUTCOMES Stronger start-ups More growth enterprises
Poverty reduction Social inclusion Employment growth Economic growth
Evaluate actions; share good practices

94
Session 4.3 Panel Discussion: Good Practices in WED

Session Outputs
By the end of the session participants will have: Identified good practices amongst national and local initiatives for promoting womens entrepreneurship development Discussed ideas for improving support services for WEs
95
Panel Discussion
The role played by support organizations in womens entrepreneurship development in (country name)
Panellists (Panellist name, organization) (Panellist name, organization) (Panellist name, organization)
96
Session 4.4 The role of Advocacy in WED

Session Outputs By the end of this session participants will have:
Considered the importance of advocacy in promoting womens entrepreneurship Discussed how advocacy can be used to strengthen networks and alliances
97
What is Advocacy?
Advocacy is a set of actions directed at bringing about changes in the policies, positions or programmes of any institution, including government Advocacy involves speaking up, drawing a group/communitys attention to an important issue, and guiding decision-makers towards a desired solution
Advocacy is the process of women entrepreneurs, communities and people participating in decision-making on issues which affect their lives
98
The Advocacy Process 1

1. Identify the issue
Select your client group; engage them in the advocacy process (WEs) Research the clients problems; discuss their hopes & fears. Search for evidence to support the case for change Prioritise the issues. Work with clients to select a single focus to the planned advocacy actions
2.
Devise solutions
Explore potential solutions to the issue with the client group (i.e. WEs) Check the feasibility of the proposed solutions how achievable are these proposals? How acceptable will they be to decision-makers? How realistic are the requirements? Agree objectives & outcomes What should happen as a result of the planned actions if they are successful?
99

3. Plan Advocacy Actions A. The audience
Identify decision-makers: Who has the power to implement your proposed solution? Anticipate the attitudes and responses of these decision-makers to your proposed solution.
B. Alliances
Identify allies. Who else is likely to share your interests? Agree joint actions. Be clear about who will do what. Share information, media plans and messages It is also important to identify opponents and to be aware of their strategies
C. The message
Be clear and concise. Provide evidence to back your case Ask your audience to take action. Be specific about what you want to happen, and when you want it to happen
D. The media
Select media/method. What is the most effective way of reaching your audience? What are their media preferences? Prepare a presentation. Plan each stage
4.
Evaluate actions
Follow up on agreed actions. Evaluate outcomes. Decide if further action is required
100

1. Identify the issue
Select a client group Research the clients problems Prioritise issues & select a single focus
2. Devise solutions
Explore potential solutions Check feasibility Agree objectives & outcomes
A. The audience
Identify decisionmakers Anticipate attitudes
B. Alliances
Identify allies Agree joint actions
D. The media
Select media/method Prepare a presentation (devise a press strategy)
3. Plan actions C. The message

Be clear and concise Ask for action
4. Evaluate actions
101
Promoting Women as Entrepreneurs

Checklist for Promoting WEs: Is there broad-based public awareness of, and support for, the role of WEs in the economy? Is entrepreneurship considered a feasible, viable and attractive option among women? Are women entrepreneurs valued for their contributions to the (small) business sector? Are people aware of women entrepreneurs who run high-growth enterprises? Are there WEs to act as credible role models? Are they actually being promoted as role models? Are there initiatives which recognise and celebrate the achievements of WEs? Is the media used to stimulate interest in, and promote the activities of, women entrepreneurs?
An advocacy campaign should aim to highlight the positives and reduce the negatives!
102
Advocacy Role Play

Background Scenario:
A supermarket chain wants to open a branch in the local area. To do so it needs planning permission and a trading licence. The supermarket is represented by Ms. Kamowa. The Council has the power to issue trading licences, give planning permission for people who wish to build, and raise local taxes by charging a fee for issuing trading licences. The Council has 21 seats. Therefore 11 votes are needed to pass any new resolution. There are presently no taxes or licence fees charged to local traders. However the Councils budget from central government has been cut and it needs to raise revenue. The largest political group on the Council is the Progressive Party, led by the Councils chairperson, Ms. Chijota. They have 9 seats. Ms, Chijota won the election on a platform of gender equality and by promising renovation of the hospital and school. The Traders Party led by Mr. Chilowa has 7 seats. It was elected by pledging to secure the interests of men who own and run small businesses. The Liberal Party, which represents the interests of wealthier people in the area, holds 5 seats. It is led by Mr. Chunga. The local traders in the area are represented by two different organisations: Mr. Yassin leads an organization in which almost all the members are men. Ms. Mulikita leads a Womens Traders Organization
103
Module 5 Building Associations & Strategic Alliances

Module 5. Association Building

5.1 WED and Women Entrepreneur Associations (WEAs)
Considered the important role that effective memberbased associations can play in supporting WEs.
Identified key governance issues that affect the operation of associations.
5.2 Creating Partnerships & Strategic Alliances
Explored the importance of developing strategic partnerships. Identified potential areas for cooperation and conflict. Prepared practical actions in partnership with others.
5.3 Field visit
Examined the experiences of women entrepreneurs and WED support service providers. Reflected on the practical issues associated with delivering support services.
105
Session 5.1 WED & Women Entrepreneur Associations (WEAs)

Session Outputs
Understood the important role that
effective member-based associations can plan in supporting WEs Identified key governance and capacity issues that affect the operation of associations
106
Discussion
How do the case studies demonstrate good practices in the advocacy process? What lessons emerge from the case studies?
107
Small Business Associations

Small business associations (SBAs) are voluntary, member-based organizations of women and men in business. The members cooperate to pursue common interests, such as accessing finance, or negotiating with government to improve regulatory administrative procedures SBAs can perform one or more of the following activities: Associations that defend & promote the interests of members through lobbying & advocacy Associations that pursue common economic activities and/or provide services to members (e.g. cooperatives & community enterprises) Associations of MSEs that have common purchasing and marketing activities or share the use of common facilities Associations that provide shared social services such as health insurance
108
Governance Principles of WEAs

A. Democracy
Some key principles of a well-run, representative and member-based (democratic) organization: The organization should be built around its members Every member in the organization is equal
The organization should be run on a principle of one member, one vote

The organization should be transparent, accountable and representative
109
B. Transparency
The Executive Committe or Board of the association should keep members & staff informed Decisions should be made, and be seen to be made, in an open and transparent manner The Executive Committe should produce regular reports for the members and be open about decisions that have been made
110
C. Accountability
There should be clear, unambiguous lines of accountability, i.e. who is responsible to whom and for what
Leaders should be willing & able to explain decisions to members & staff
The chairperson and staff should be available & accessible to members Clear & up-to-date records can help strenghten lines of accountability
111
D. Representation
There is quantitative & qualitative representation Quantitative: Ensuring that the leadership accurately reflects the diverse composition of the membership Qualitative: Ensuring that all decisions equitably take into account the interests of the members above all other interests
112
Challenges for WEAs

Being relevant, sustainable & having a market-led approach to members WEAs are often led by donor priorities The need to continuously develop capacity in order to sustain a member focus Ensuring that WEs voices are heard Advocating on WE issues Increasing pressure from globalising markets pushes WEs towards collective responses
113
Capacity Building Training for WEAs

A training programme has been designed by ILOWEDGE to assist leaders & members of WEAs & the agencies that support them to build effective associations Important issues covered by the training are:
Managing the members participation Key gender issues in associations Leadership development Communication skills Delivering BDS to members Social support services Developing an organizational structure Managing finance Preparing project proposals Strategic planning
Good governance
114
Session 5.2 Creating Partnerships & Strategic Alliances for WED

Session Outputs
Explored the importance of developing strategic partnerships Identified potential areas for cooperation and conflict Prepared practical actions in partnership with others
115
Creating Partnerships & Strategic Alliances for WED

Parterships & strategic alliances can contribute to:
Women starting, growing & developing their enterprises Creating more WE-owned enterprises
More and better economic opportunities More and better jobs for women More and better businesses with access to better markets More profits, incomes More & better welfare, education for families
Poverty Reduction
For individual women entrepreneurs and their workers For households and families For communities
Economic Development
Locally, regionally & nationally
Gender Equality
For women and men, more and better access to and control over economic resources
116
Partnerships & Alliances:

Cooperation or Conflict?
When organizations come together it can give rise to cooperation or conflict
Cooperation
Sharing information, contacts, resources Greater economies of scale Playing to each others strengths
Conflict
Waste of resources Waste of time & energy
Information remains hidden

Missed opportunities Unhealthy duplication or competition Mistrust
Greater impact
Better public images Synergies
It should also be noted that competition can be a good thing. It can lead to more innovation and more efficient use of resources.
117
WED Partnerships & Alliances I

Partnerships and alliances can take place within your organization & with stakeholders and constituents. Here are some examples of potential partners: Government Donors Development banks Regional economic communities Employers organizations Trade unions
118
Networking & Alliances:

Month of the Entrepreneur
Group Exercise: The Month of the Entrepreneur is being planned nationally
What can you do to ensure that WEs interests are represented and included in planning & implementation? Tasks:
Identify/brainstorm for possible activities Select 2-3 activities for joint action Identify linkages & collaborative actions Each group should propose one activity Make plans for joint cooperation on this one activity
119
Session Field Visit

Session Outputs
5.3
By the end of this session participants will have: Examined the experiences of women entrepreneurs and WED support services providers Reflected upon the practical issues associated with delivering support services to WEs
120
Field Visit Checklist 1

Aims of the field visit to (organization name) are: To understand the experiences of women entrepreneurs and of support service providers to WEs To reflect on the practical issues associated with delivering support services to WEs Field visit format Introduction to the work of the organization Tour of its buildings and see its activities in action One-to-one discussions with women entrepreneurs (service users) and BDS staff (service providers) Question and answer session with the organizations senior staff to conclude the visit Reflections on and review of field visit checklist
Organization profile
Organization name: Organization type: Relationship with entrepreneurs: Level of operation: Geographic reach:
121
Field Visit Checklist 2

Womens entrepreneurship development issues
What market sectors are the WEs operating in? Where did they get their business ideas from? Where did they get their start-up capital from? How did they develop their skills, motivation and determination to set up in business? What BDS have they used and found useful or not so useful? Are there BDS they would like which are not currently available? With which agencies or government departments are they registered? Are the WEs members of any form of association or cooperative? Do they network with other women entrepreneurs? What benefits do the WEs get from the support organizations they use? What form of support do the WEs get from their families and communities?
122
Module 6 Finance

Module 6. Finance
Sessions By the end of the this module participants will have:
Discussed the gender constraints on womens access to & control over finance Explored strategies for overcoming these gender constraints
124
Session 6.1 Gender Issues & Finance

Session Outputs
By the end of this session participants will have: Discussed the gender constraints on womens access to and control over finance including microfinance Explored strategies for overcoming these gender constraints
125
What is Microfinance?
Microfinance is a broad term used
to describe financial services for the poor The most common form of microfinance is credit provision. Poor people are given small loans, without collateral, to help them start or expand a business Insurance, savings, and cashtransfer services for the poor also come under the broad heading of microfinance The vast majority of microfinance institutions work only, or chiefly with women such as the Grameen banks in Bangladesh
126
Evolution of Microfinance?
Informal microfinance schemes have been in operation for centuries. As a development strategy it has been in operation for over 30 years The original purpose of microfinance was to help the poor work their way out of poverty by providing small loans that could be used to establish micro enterprises, or used for income-generating purposes Over time, microfinance has grown to include a broader range of financial services including savings and insurance schemes
127
Objectives of Microfinance
Three main objectives: Empowerment through the development of group lending and savings initiatives. These enable people to take control of their finances at the same time as using social capital
Risk management and poverty reduction by providing services which help to stabilise finances by smoothing out peaks and troughs in income and expenditure
Job creation and income generation by enabling recipients of micro credit to create and expand income-generation and microenterprise activities
128
Strategies to Overcome Gender Constraints to (Micro)finance

Small group exercise
What are the gender-based constraints to accessing and control over (micro)finance within the household, community and wider national context? Design proposals to overcome gender constraints relating to (micro)finance
129
Gender-based Constraints to Accessing Finance

Individual Financial Economic Socialcultural Political-legal
Women lack access to banks & financial services Women undertake activities which produce low returns Women have a heavy domestic workload Women are less likely to be literate or educated, as girls education is not prioritised
Household
Men control cash income Mens expenditure pattern Gendered division of labour Unequal access to & control of land, labour & other resources Unequal control of joint household produce & income Limited role for women in household decision-making Polygamy results in conflict between wives Violence towards women by men
Wider community & national context
Perception of men as the controllers of money & loans
Women are paid less than men for equal work & are stereotyped as only participating in low-value sectors of the economy Women lack access to markets Banks & financial institutions do not view women as a potential or viable market Womens mobility is constrained by social norms
Women lack confidence to claim their political & legal rights
Women lack legal rights to (jointly owned) household assets
Womens rights to household assets is not defined in law or useful for collateral Women lack the political influence to change laws Women lack legal rights to land
130
Access to Finance
Researchers have found that microfinance can have both positive and negative effects on women entrepreneurs: Positive:
Economic security and livelihood

Bargaining power and selfconfidence
Negative:
Workload Repayment burden
131
Control of Finance
Access does not always mean control.
It depends on:
Who decides how the loan is used? Who decides how income generated by the loan is used? Who negotiates with the bank or micro finance Institution (MFI)?
Who is liable for the loan repayment?
132
Checklist Womens Access to Finance

It is important that financial institutions are made aware of WEs needs. The following questions should be considered:
Do women have equal access to sources of finance for the start-up of new enterprises?
Are there special financing programmes to help women overcome the barriers they face in accessing credit, such as the lack of collateral? Are women able to access business finance as individual entrepreneurs, and not just on a peer, mutual guarantee lending basis? Are women able to access finance beyond the microfinance lending limit? Are there multiple sources & types of finance available to meet WEs needs at each phase of their development & growth? Is finance available in rural and urban areas? Are efforts made to ensure women have access to information about sources and types of finance, and the criteria used to make lending decisions?
Are efforts made to improve womens skills in negotiating finance arrangements?
133
Module 7 Assessing Impact

Module 7 Assessing Impact
Sessions
By the end of this module participants will have
Reflected upon the importance of Impact Assessment Identified key stakeholders and engaged them Prepared indicators that capture impacts on the situation of both women and men (and relate to gender equality)
135
Session Assessing Impact: Gender Implications

Session Outputs
7.1
By the end of this session participants will have: Reflected on what impact assessment involves Identified expected impacts of support interventions for WEs Prepared indicators that capture impacts for both women and men, and which relate to gender equality
136
Understanding Impact Assessment 1
Impact Assessment assesses and measures changes and outcomes (= impacts) that result from an organizations support activities (e.g. improvements in womens business)
Impact Assessment is different from measuring outputs (e.g. number of participants trained)
137

Impact can be: Positive or negative Short-term or long-term Seen at various levels (e.g. individual, enterprise, household, association, institution, community)
Impact Assessment is about:

Finding out if the WED support intervention has facilitated any change for the target group Improving the intervention so as to have better impact Ongoing learning for implementers (e.g. service providers) and capacity building for support agencies
138

Monitoring and evaluation contributes to impact assessment. It helps to:
Check if activities are carried out effectively and as planned Correct what is not working well Improve implementation in order to reach the planned objectives (ongoing learning) Be accountable to donors, partners and target groups "This is what we did" Build credibility with stakeholders by sharing information on outputs produced
139
Why Measure Impact on Women Entrepreneurs?

We want to:
Find out about the gap between women and men so we know what steps we need to take toward gender equality
Eliminate gender imbalances, as women still lag behind in many areas

Impact on women may be complex due to socio-cultural factors WEs are not a homogeneous group. Different WEs have different needs, for example: Vulnerable groups such as women with disabilities, women living with HIV/AIDS, single mothers, widows etc. Exporters & growth-oriented WEs We need to know what our target groups really want, before measuring impact!
We need to recognise that:

140
Steps for Assessing Impact

Before deciding on an approach, one must decide on the purpose of assessing impact
If proving to others:
Document your activities thoroughly Use quantitative data (e.g. % of business start-up) complemented by qualitative data (e.g. case studies)
If improving your intervention:

Identify and analyse problem areas Get regular feedback and incorporate it into your intervention (e.g. regular meetings and revision of plans)
If capacity building among the target group:

Use participatory approaches (personal interviews, focus groups etc.) with target group Assist the target group (i.e. women entrepreneurs) in analysing their current situation, problems and progress, and exploring possible actions for the future
A mix of the above is possible

141
Creating Indicators 1
Indicators are important milestones in assessing impact. After deciding the levels on which to focus, indicators should be developed at each of the selected levels (e.g. individual, enterprise, household, association/institution, community) SMART criteria can be used in selecting indicators. They should be: Specific Measurable Achievable Relevant Time-bound
142
Creating Indicators 2
Impact indicators should be created through participatory discussions with the target groups & other stakeholders at the beginning of a support intervention It is important that all of those involved contribute to identifying expected impacts these can be based on their own experiences and expectations The following frameworks can capture important aspects that can be critical in indicating the success of a WE: 360 Degrees Approach MAIR-SL ("Factors Influencing WED)
143
Baseline Data Collection
Baseline data, based on impact indicators, should be collected before the intervention starts
A sample of a feasible number should be selected from the target groups (e.g. of WEs) Baseline data is crucial for any longitudinal assessment; it can replace the use of control groups, which may be seen as unethical, complicated and costly
144
Data Collection
Over time, collect the same data as in the baseline; include any new information that you feel is relevant Among the methods of collecting information are questionnaires, focus groups & participatory exercises As some issues may be sensitive (e.g. power relations at home), pay attention to who should interview or facilitate, and how to conduct these sessions
145
Data Analysis
Compare the Data collected with the baseline Data; identify any positive and/or negative trends Pay attention to external factors Study the trends identified in the context of the (ongoing) intervention
Can changes be made to improve things?
Can lessons be learned for related or similar interventions now or in the future?
146
Planning Impact Assessment

Group Work Exercise
In your group, suggest some indicators of impact that could be used by your own organization. Share these within the group. In your plan, include the following : 1. The objective of impact assessment for your intervention (refer to proving, improving & capacity building) 2. Who are the targets of the assessment? 3. What methods will be used to assess impact? e.g. baseline study? participatory methods? frequency? Who evaluates/facilitates?, etc. 4. How is the data to be analysed and used? 5. Are training programmes planned (for staff or target groups)? 6. Approximately how much will the impact assessment activities cost? 7. Is it likely to be effective, simple & sustainable? Present your groups plan to the plenary session; show selected indicators for the intervention
147
Module 8 Action Planning

Module 8. Action Planning

8.1 Organization profiles
Analysed the range & type of support services provided by the participants organizations Discussed the range & type of WEs served by the participants organizations
8.2 SWOT analysis
Reviewed the services provided for WEs by participants organizations
Identified opportunities for improving business development services
Explored how to prepare an action plan 8.3 Preparing Action Plans Made proposals for action at an appropriate level of intervention Developed plans for partnerships between participants organizations
8.4 Presentation of Action Plans
Presented action plans & proposals for partnerships to improve WED
149
Session 8.1 Organizational Profiles

Session Outputs:
By the end of this session participants will have: Analysed the variety and type of support services provided by all the participants organizations Discussed the range and type of women entrepreneurs served by the participants organizations
150
Organizational Profile
Organization name:
Organization type:
Relationship with WEs: Level of operation: Geographic reach:
Client description: (by sex, business size, development phase)
Support services offered:
Other activities:
151
Session SWOT Analysis

Session Outputs
8.2
Reviewed the services provided for women entrepreneurs by participants organizations Identified opportunities for improving business development services for WEs better services; new services, etc.
152
SWOT Analysis 1
1. Finding and keeping WEs as clients, members and/or customers 2. Business development services tailored to the needs of women starting new businesses
Strengths Weaknesses Opportunities Threats

153
SWOT Analysis 2
3. Business development services tailored to the needs of women formalising their businesses 4. Business development services tailored to the needs of women growing their businesses

154
SWOT Analysis 3
5. Advocacy and lobbying on behalf of WEs 6. Knowledge about WED

155
SWOT Analysis 4
7. Relationship with other organizations working with WEs 8. Current income sources, & potential for financial sustainability of BDS services

156
SWOT Analysis 5
9. Management of your organization and its resources for WEs Strengths Weaknesses Opportunities Threats 157 10. The commitment of your organization and staff to gender equality
Session 8.3 Preparing Action Plans

Session Outputs
By the end of this session participants will have: Explored how to prepare an action plan Developed proposals to take action at a particular level of support Made plans for partnerships with related organizations
158
Action Plans
Using the materials developed throughout this WED Capacity Building programme, develop an action plan. Focus on a specific proposal for an activity to improve womens entrepreneurship development in your country or locality Where possible, joint action plans should be prepared by participants who see opportunities for their organizations to work together
159
Action Plan Proposal
Make sure that the goals are SMART:
Specific Measurable Achievable Relevant Time-bound

160
Action Plan Contents

An action plan should contain the following information:
WHY is this action being carried out?
WHAT are your aims?
WHAT ACTIONS or tasks need to be undertaken?
WHERE will the plan be carried out?
WHO will carry out these actions?
WHAT INPUTS are needed for each task? $$$?
WHEN will these actions take place, and how long should it take to complete them?
161
Session 8.4 Presentation of Action Plans
Session Outputs
By the end of this session participants will have: Presented their plans and proposed Action Plans to improve womens entrepreneurship development
162
Presentations
Present your Action Plan

Receive feedback on your plan from other participants and the facilitators
163
Supplementary Sessions

Supplement 1: HIV/AIDS & Women Entrepreneurs
Supplementary Session 1: HIV/AIDS & Women Entrepreneurs

Session Outputs By the end of this session participants will have:
Identified how WED can play a part in the battle against HIV/AIDS Examined the impact that HIV/AIDS can have upon the income-generating potential of WEs, their families and people living with HIV/AIDS (PLWHA)
166
A. What is HIV/AIDS?
HIV can be contracted in a number of ways: Sexual contact with an infected person The use of contaminated skin piercing equipment (e.g. needles) Babies may be born with the HIV virus or get it through breast-feeding Blood transfusion (less common)
167
B. HIV/AIDS, Women & Gender

Women are more susceptible to HIV transmission than men:
Biologically women are at greater risk of contracting HIV
Gender roles leave women more vulnerable:
In some societies, male dominance can mean that women have little control over sexual relations Poverty can force women into commercial sex work Cultural practices & myths about how one contracts HIV, and how to cure it often have negative effects on women Women have higher rates of illiteracy than men
168
C. The Impact of HIV/AIDS on WEs

HIV/AIDS can impact negatively on WEs: If a women entrepreneur has HIV, her productivity and time for business will be reduced Women entrepreneurs may have to care for sick family members HIV/AIDS among workers can lead to low productivity, absenteeism and even death HIV/AIDS carries a stigma that can negatively affect relations with clients and customers
169
D. WED and Combatting HIV/AIDS

Entrepreneurship can have positive effects, reducing risks & exposure to HIV/AIDS: It can empower women & reduce the risk of sexual exploitation Women entrepreneurs can act as good role models for others
HIV/AIDS issues can be openly discussed at the workplace/market

Entrepreneurship can reduce dependency (e.g. on men)
170
Supplement 2: Women Refugees & Entrepreneurship

Supplementary Session 2: Women Refugees & Entrepreneurship

Session Outputs
By the end of this session participants will have: Reflected on the situations of refugees Considered the potential contribution that entrepreneurship can have for women refugees
172
A. What is a Refugee?
A refugee is someone who has been forced to flee their home because of violence, or the threat of violence There are approximately 10 million refugees worldwide A refugee who flees to another part of their own country is called an Internally Displaced Person (IDP) Most refugees are housed in camps managed by the office of the United Nations High Commissioner for Refugees (UNHCR)
173
B. Refugee Women & Entrepreneurship

Gender-based violence and discrimination, and sexual harassment often becomes more intense in times of conflict Entrepreneurship can help to assist & empower women refugees & those returning to their countries after conflict In 1991 the UNHCR issued guidelines on the protection of refugee women
174
C. WEDGE & Women Refugees - Mozambique

ILOs WEDGE team, in partnership with UNHCR undertook the following activities in Nampula refugee camp: Analysis of economic opportunities
Training of trainers for resource persons (5 women, 4 men)

20 women refugees trained in Generate Your Business Idea (GYBI) 40 women trained in Start Your Business (SYB) Gender sensitisation of refugee men and women
175
D. WEDGE & Returning Women Refugees - Angola

Twenty returning refugees trained in:
Association building
How to make economic activities sustainable

Microcredit
Basic business concepts

Literacy
176
Supplement 3: Womens Entrepreneurship & Trafficking

Supplementary Session 3: Womens Entrepreneurship & Trafficking

Session Outputs By the end of this session participants will have: Developed an awareness of some of the causes and effects of trafficking in human beings
Reflected on the potential of entrepreneurship to contribute to prevention and rehabilitation
178
A. What Is Trafficking?
Trafficking is when people are brought illegally from one country to another: It can be voluntary or involuntary
People generally pay to be trafficked

Traffickers tell people there is a pot of gold at the end of the rainbow; however, evidence shows that there is not Trafficking is illegal in international law and most national laws
179
B. Trafficking and Women

Often women are trafficked for the purposes of commercial sex work
Women are also trafficked for sweatshop labour, exploitative domestic servitude, & even marriage Women often suffer sexual exploitation while being trafficked With globalisation, trafficking of women has become a growing phenomenon
180
C. What can Entrepreneurship offer to Trafficked Women

Entrepreneurship can reduce the economic necessity for women to use traffickers
Entrepreneurship can reduce vulnerability & increase the chances of reintegration, or of legitimate migration in the future Entrepreneurship can give women a sense of empowerment; it shows that there are alternatives to being trafficked
181
D. ILO WEDGEs Efforts to Combat Trafficking

Womens entrepreneurship is being used as a means of combating Trafficking in Women and Children (TICW) in Laos WEDGE has forged a partnership with the ILOs International Programme on Elimination of Child Labour (IPEC) The TICW project provides entrepreneurship support using two approaches:
Using the GET Ahead training guide, including helping to form GET Ahead trainers clubs at local level Promoting access to finance through Village Banks
WEDGE has worked with ILOs MIGRANT Department to assist women rescued from trafficking in Eastern Europe
182
Supplement 4: Entrepreneurship Development for Women with Disabilities
Supplementary Session 4: Entrepreneurship Development for Women with Disabilities

Session Outputs
Discussed many different types of

women entrepreneurs, and many different forms of disability Identified practical actions that can ensure greater inclusion of and more effective support for women entrepreneurs with disabilities
184
A. Women Entrepreneurs: A Diverse Group

WEs have diverse characteristics
Age Family situation Socio-economic status Ethnicity Disability Living with HIV/AIDS
WEs have diverse experiences

Refugees Trafficked Women Women who have worked full-time for years Women who are just starting to work
Therefore WEs have:

Diverse skills and abilities
Diverse aspirations
Diverse needs
185
B. Women with Disabilities: A Diverse Group

WEs may have different types of disability Seeing
Hearing
Moving Learning Psychiatric illness Disability can be from birth or acquired through: Disease
Accidents (e.g. home, work, or in traffic)

Violence (e.g. war, personal assault) WEs may have different degrees of disability Mild, moderate or significant disability
186
C. Women Entrepreneurs with Disabilities

All WEs face some cultural gender bias & barriers to being entrepreneurs WEs with disabilities face added disadvantages because they are women, disabled & often very poor Other disadvantages may include: Low levels of education, skills, training Difficulty in getting into buildings, using public transport, communicating Lack of information in accessible formats Unavailability of support services, such as sign language interpretation Exclusion from membership of associations
Poor self-image; low self-confidence arising from widespread public myths, sterotypes and mistaken assumptions
187
D. Finding Solutions
To overcome disadvantages women with disabilities need to have access to: Education, skills training, business training Loans to start or improve their business Markets and market opportunities Business Development Services (BDS) Entrepreneur associations, to ensure that their voices heard Buildings, transport Information in suitable forms and formats (e.g. braille) Support services such as sign language interpretation, guide service
With the right training & support (where required), women with disabilities can become successful entrepreneurs
188
E. Including Women with Disabilities in Entrepreneurship Development

Get to know WEs with disabilities:
Find out their abilities, aspirations and needs Better understand the barriers they face
Ensure access to offices & training courses Ensure all forms of communication are accessible (e.g. training materials) Arrange for appropriate support services
Consult Disabled Persons Organisations (DPOs) especially womens wings in planning & implementing activities
189
Bibliography
A. Gender and Work

ILO Gender Bureau: ABC of Women Workers' Rights and Gender Equality (Geneva, 2000A). http://www.ilo.org/public/english/support/publ/xtextww. htm#b8449
ILO Gender Bureau: Gender! A Partnership of Equals (Geneva, 2000B).

http://www.ilo.org/public/english/region/ampro/cinterfo r/temas/gender/doc/pacto/appro.htm
ITC-ILO: A Compendium of ILO Multi-bilateral Donors Policies related to Promoting Gender Equality in the World of Work (Turin, 2004).
http://www.itcilo.it/english/bureau/turin/gender/Tools_ Mater/compendium-of-donors-profiles.pdf UN Division for the Advancement of Women, Department of Economic and Social Affairs: Directory of National Machineries for the Advancement of Women (New York, 2002) http://www.un.org/womenwatch/daw ILOWEDGE: FAMOS Check Methods (Geneva, 2006 under preparation)
191
B. Enterprise
Maurice Allal: Micro and Small Enterprises in Thailand: Definitions and Contributions (Bangkok, ILO, 1999). www.ilo.org/public/english/region/asro/bangkok/library /pub10.htm ILO: ILO Recommendation 189: Job Creation in Small and Medium Sized Enterprises (Geneva,1998). http://www.ilo.org/public/english/standards/relm/ilc/ilc 86/com-jtxt.htm Simon White: Assessing the Influence of the Business Environment on Small Enterprise Employment: An Assessment Guide, ILO-SEED Working Paper No. 71E, (Geneva, ILO, 2003).
http://www.ilo.org/dyn/empent/docs/F426667664/WP71 E-2005.pdf
C K Prahalad: The Fortune at the Bottom of the Pyramid (Pennsylvania, Wharton School Publishing, 2005).
192
C. Gender and Enterprise

ILO and AfDB: Supporting Growth-oriented Women Entrepreneurs in Ethiopia, Kenya & Tanzania: Overview Report (Geneva, 2004). http://www.ilo.org/dyn/empent/docs/F1161090464/Over viewreport-IF-ADB-ILO-August04-print%20version.pdf L. Lean Lim: More and Better Jobs for Women: An ILO Action Guide (Geneva, ILO, 1996). http://www.ilo.org/public/english/employment/gems/ac tion.htm Pamela Nichols Marcucci: Jobs, Gender and Small Enterprises in Africa and Asia: Lessons drawn from Bangladesh, The Philippines, Tunisia and Zimbabwe, ILO-SEED Working Paper No. 18 (Geneva, ILO, 2001). http://www.ilo.org/dyn/empent/docs/F2087744639/WP1 8-2001.pdf Linda Mayoux: Jobs Gender and Small Enterprise: Getting the Policy Environment Right, ILO-SEED Working paper No. 15 (Geneva, ILO, 2001).
http://www.ilo.org/dyn/empent/docs/F228761170/WP152001.pdf
193
Pat Richardson, Rhona Howarth and Gerry Finnegan: The Challenges of Growing Small Businesses: Insights from Women Entrepreneurs in Africa, ILO-SEED Working Paper No. 47 (Geneva, ILO, 2004). www.ilo.org/dyn/empent/docs/F1281735342/WP672004.pdf Gerry Finnegan: Are W.E. Being Served? The Work of the ILO Promoting More and Better BDS for Women Entrepreneurs, ILO Briefing Note (Geneva, ILO, 2003) http://www.ilo.org/dyn/empent/docs/F1780218991/Are %20WE%20being%20served-150903.pdf Bernard Gernigon, Alberto Odero, and Guido Horacio: ILO Principles Concerning Collective Bargaining, 2000 International Labour Review, Vol. 139, No. 1(Geneva, ILO, 2000). ILO and AfDB: Supporting Growth-oriented Women Entrepreneurs in Ethiopia, Kenya & Tanzania: Overview Report (Geneva, 2004).
194
D. Enabling Environment
ILO: Convention 154 concerning the Promotion of Collective Bargaining (Geneva 1981). http://www.ilo.org/ilolex/cgi-lex/convde.pl?C154
ILO Social Dialogue: Finding a Common Voice (Geneva, 2003)

www.ilo.org/public/english/dialogue/download/brochur e.pdf Alexandra Miehlbradt: Assessing Markets for Business Development Services: What have we learned so far? SEED Working Paper No. 28 (Geneva, ILO, 2002) http://www.ilo.org/dyn/empent/docs/F1121497200/WP2 8-2002.pdf
Alexandra Miehlbradt and Mary McVay: BDS Primer (Geneva, ILO, 2003)
http://www.ilo.org/public/english/region/asro/colombo/ download/Business%20development%20services.pdf Lois Stevenson and Annette St. Onge: Assessing the Enabling Environment for Women in Growth Enterprises: An AfBD/ILO Integrated Framework Assessment Guide (Geneva, ILO, 2005)
195
Merten Sievers and Paul Vandenberg Synergies through Linkages: Who Benefits from Linking Finance and Business Development Services, SEED Working Paper No. 64 (Geneva, ILO, 2004)
www.ilo.org/dyn/empent/docs/F1815181274/WP642004.pdf
E. Markets
Barney M. J Gonzales and Tadesse Gebreselaisse: Promoting Womens Entrepreneurship and Access to Markets Through Exhibitions and Trade Fairs
F. Training
Susanne Bauer, Gerry Finnegan and Nelien Haspels: Gender and Enterprise Together (GET) Ahead for Women in Enterprise (Geneva,ILO,2004). http://www.ilo.org/public/english/region/asro/bangkok/li brary/pub4c.htm ILO-ITC: Modular Package on Gender, Poverty and Employment: Facilitators kit (Turin ITC-ILO, 2000). (Also available in Arabic, Spanish and Russian), www.ilo.org/public/english/employment/skills/informal/g pe/informa/pack/
196
Swiss Agency for Development and Co-operation: Gender-oriented Entrepreneurship Promotion; Strategies and Tools Along the Project Cycle (Bern, 2003) http://www.intercooperation.ch/sed/download/wepmanual/readme.pdf ILOWEDGE: Improve Your Exhibition Skills (Geneva, ILO, 2006 under preparation)
G. Finance
World Bank Consultative Group to Assist the Poor: Key principles of Microfinance (Washington, 2004)
http://www.cgap.org/keyprinciples_print.html Susan Johnson: Gender and Microfinance: Guidelines for Good Practice, (University of Bath, UK, 2005). www.gdrc.org/icm/wind/gendersjonson.html Linda Mayoux: Microfinance and the Empowerment of Women: A Review of the Key Issues, IFLIP Working Paper No.23 (Geneva, 2000).
http://www.ilo.org/public/english/employment/finance/ download/wpap23.pdf
197
H. HIV/AIDS
ILO-AIDS: Implementing the ILO Code of Practice in the World of Work (Geneva, 2003) www.ilo.org/public/english/protection/trav/aids/publ/m anualen.htm Caroline Lonchay and Susanne Bauer: ILO Handbook on HIV/AIDS, Micro and Small Enterprises and the Informal Economy (Geneva, ILO, 2005 under preparation)
I. Refugees
ILO and UNHCR: Report on Pilot Activities to Support Women Refugees in Angola and Mozambique (Geneva, 2005 under preparation).
J. Impact Assessment
ILO Job Creation and Enterprise Department: A Handbook for Planning Impact Assessments (Geneva, 2006 proposed)
198

WED Capacity Building Guide - Timothy Mahea

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Womens Entrepreneurship Development

Capacity Building Guide

Copyright International Labour Organization 2004 First published 2006

Womens Entrepreneurship Development: Capacity Building Guide

Womens Entrepreneurship Development Capacity Building Guide

2.1 Introduction to Markets 2.2 Gender Issues and Market Access

3. Business Development Services for WED

4. The Enabling Environment for WED

4.2 Assessing the Environment for WEs

6. Finance 7. Assessing Impact

6.1 Gender Issues and Finance

7.1 Assessing Impact: Gender Implications

8.1 Organization Profiles

Five Day Course Sample

3.1 Introduction to Business Development Services

3.2 A Demand Led Approach to BDS

4.1 Researching Women Entrepreneurs

4.2 Assessing the Environment for WEs

4.3 Panel Discussion: Good practices in WED

4.4 The Role of Advocacy in WED

5.1 WED and Women Entrepreneur Associations (WEAs)

5.2 Creating Partnerships & Strategic Alliances

6.1 Gender Issues and Finance

7.1 Assessing Impact: Gender Implications

Workshop Evaluation Closing Event

Optional Extra Activities

17.00-17.15 C. Daily review

c. Daily recap c. Daily recap

5.3 Field Visit

8.1 Organisational Profiles

8.2 SWOT Analysis

8.3 Preparing Action Plans

8.4 Presentaion of Action Plans

Module 1 Gender & Enterprise

Womens Entrepreneurship Development Capacity Building Guide

Module 1: Gender and Enterprise

Session Gender Definitions

By the end of this session participants will have:

Gender and Sex

Self-employed women are often traders

Most women cannot grow beards

In general women earn less than men

Women usually have bigger hips than men

Gender Equality in Enterprise Development

3. What types of measures could be used to bring about more equality?

Strategies for Promoting Gender Equality

Using gender-specific action to redress inequalities

Session 1.2 Enterprise Development Framework and WED

Defining Enterprise Size

MSME = micro, small and medium-sized enterprises

Ways of measuring enterprise size include:

Micro Number of people employed

Gross sales turnover

Enterprise Development Phases

Women Entrepreneurs: Profiles & Issues

1. Motivation and Commitment

2. Abilities and Skills

Ingredients for Success

Attitudes, aspirations, confidence. permissions etc.

Regulations, policies, institutions and processes

B. Broader Enabling Environment

Factors Influencing WED

B. Broader enabling environment